Organizational socialization is the process by which new employees learn the norms, values, behaviors, and social knowledge necessary to assume an organizational role. It involves anticipatory socialization before joining, an encounter stage of initial impressions, learning and change, and behavioral and affective outcomes. There are also ethical issues surrounding the degree to which organizations shape employee values and fully inform potential hires of expectations.
Organizational socialization is the process by which new employees learn the norms, values, behaviors, and social knowledge necessary to assume an organizational role. It involves anticipatory socialization before joining, an encounter stage of initial impressions, learning and change, and behavioral and affective outcomes. There are also ethical issues surrounding the degree to which organizations shape employee values and fully inform potential hires of expectations.
Organizational socialization is the process by which new employees learn the norms, values, behaviors, and social knowledge necessary to assume an organizational role. It involves anticipatory socialization before joining, an encounter stage of initial impressions, learning and change, and behavioral and affective outcomes. There are also ethical issues surrounding the degree to which organizations shape employee values and fully inform potential hires of expectations.
Organizational socialization is the process by which new employees learn the norms, values, behaviors, and social knowledge necessary to assume an organizational role. It involves anticipatory socialization before joining, an encounter stage of initial impressions, learning and change, and behavioral and affective outcomes. There are also ethical issues surrounding the degree to which organizations shape employee values and fully inform potential hires of expectations.
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Organizational
Socialization Organization Socialization • A process by which an individual makes the transition from outsider to organizational member • New member learn the culture of an organization
2 Introduction Organizational culture and organizational socialization
employee needs a new employee to learn. learns the culture. Introduction (Cont) • Organizations almost inevitably leave their imprint on individual members through the socialization process • Usually the first behavioral process a person experiences after joining an organization • Socialization process unfolds through several stages Six dimensions of Organizational Socialization(Chao et.al 1994) • History: As a person becomes socialized into an organization, he or she gradually becomes familiar with an organization’s long held customs and traditions • Language (terminologies and jargons)e.g. in some organization presentations are referred to as briefing • Politics(unwritten rules)e.g. learning how to get things done, how to obtain desirable work assignments etc • People: Newcomers typically belong to some group or unit, so they may establish and maintain good working relationships with others • Organizational goals and values: Employees learning the organization goals and assimilate with their own • Performance proficiency: to do their jobs proficiently Individual and Organizational Perspectives on Socialization
Organization Person Socialization Individualization
Socialization Versus Individualization
Socialization process An organizational perspective • Feldmen 1981 • Anticipatory Socialization • Encounter • Change and acquisition • Behavioral outcomes • Affective Outcomes
7 Anticipatory Socialization • This phase occurs before an employee has started a new job within a particular company. During this phase, they may do some research or receive some information about the company before they commence working there. If they talk to current or previous employees before starting the job, this may affect their opinion of the company. The new employee may also form their own opinions based on the type of interview they had and the type of communication they have had since from the company. Encounter • Encounter - just as the name suggests, this phase is when the employee 'encounters' their new workplace for the first time. Throughout this time, they will form their initial impressions of the company and of their fellow colleagues. Some companies may offer induction programs to help new employees deal with this period. Change and Acquisition • Change and acquisition - this is the final phase and describes when the new employee has mastered their training and acquired the skills needed to feel more confident in the role. They may feel like they 'fit in' more within their team and may feel more in control. New employees are not usually expected to be experts in the new role or be totally confident at the beginning so this final stage will usually happen for individuals after different periods of time in a new job. It will probably depend on factors such as their experience, readiness to learn and ability to adapt to new situations. Behavioral and affective outcomes • To assess the extent of socialization, Feldman included behavioral and affective outcomes within the model. At behavioral level it can be assessed that whether an employee is capable of carrying out his or her role related assignments. • Secondly whether an employee is spontaneously innovative in carrying out role responsibilities and is cooperative with other employers Newcomer perspective • Overt Questioning: simply asking how to perform or use specific machine or photocopier • Indirect Questioning: e.g. my friend is working in XYZ organization and is promoted to new position within a month. Does that type of thing happen much here? • Testing limits: going late in meetings or not meeting the deadlines • Disguised conversations: asking a fellow employee about his weekend to get an idea about taking work home on weekends • Observations: Observing behaviors that are rewarded or punished • Surveillance: surveillance is more dependent on retrospective sense making. e.g. paying close attention to the coworkers at the end of the day. Late sittings etc • Third parties: asking about performance or feedback of supervisor from the co- workers or taking feedbacks from co workers directly or indirectly International Aspects of Organizational Socialization (Cont.) • Expatriate: moves from home country to another country • Repatriate: returns to home country from another country • Culture shock for both but for different reasons • Home country could have changed in unknown ways • On return, expatriate enters a culture with many new features • Issues in expatriate adjustment (cont.) – Cross-cultural training can smooth international role transitions – Lack of knowledge about local norms and rules of behavior – Dramatic changes and contrasts depending on degree of difference between expatriate's home culture and other country's culture – Women face a special issue in cultures with male- dominated norms and values – Female expatriates and wives of male expatriates: difficult to adjust to such cultures – Language barrier – Acceptance – Security issues International Aspects of Organizational Socialization (Cont.) • Issues in repatriate adjustment – Repatriate may not have an accurate image of home culture before return – Anticipatory stage before leaving international assignment: inaccurate expectations of life back home – Acceptance – Requires unlearning much of what made the person successful abroad Ethical Issues in Organizational Socialization • Several ethical issues center on informed consent – Should the organization tell potential new employees that it will try to change some values and behavior? – Should present employees be told that each time they change positions, their values and behavior will also change? – Should an organization reveal the socialization and training goals of its training programs before employees enter the programs? Ethical Issues in Organizational Socialization (Cont.) • Debasement experiences – Most organizations use mild forms of debasement – Sororities, fraternities, basic military training, military academies use strong forms of debasement – Can create feelings of fear and intimidation – Debasement experiences pose a clear ethical dilemma for organizations and managers Ethical Issues in Organizational Socialization (Cont.) • Anticipatory socialization – Importance of having accurate expectations about working for a particular organization – Withholding negative information from potential employees: an ethical issue – At what point does an organization behave unethically by not giving a balanced view of itself? Ethical Issues in Organizational Socialization (Cont.) • Anticipatory socialization (cont.) – Potential employee knowingly withholds information about self – Could affect performance or retention by an organization – At what point do people behave unethically by not giving a balanced view of self?
